L.H. Hoffman founded Hoffman Construction Company in Portland in 1922, and its history has been interwoven with the growth and change that the Northwest has seen over the last century. In the early years, the heyday of the roaring 1920s, the company was instrumental in helping shape downtown Portland by building now-historic landmarks such as the Meyer & Frank Department Store, the Portland Art Museum, and the Heathman Hotel.

Hoffman expanded to Seattle in 1929, helping to ease the housing crunch with the Spring Street Apartments, a project on First Hill that set a new standard for apartment living.

Over time, it has weathered the ups and downs of the American economic landscape by taking on projects beyond the city limits and out of its comfort zone. Public projects like the Oregon State Library in Salem and heavy infrastructure projects like the Bonneville Dam got Hoffman through the Great Depression.

Post-World War II, it pivoted into government work such as building housing in eastern Washington for the City of Pasco. Its willingness to be creative with the sectors it has chosen to build reflects its determination to strengthen its expertise and succeed.

In the 1960s, Portland’s skyline grew taller and more exciting with Hoffman’s help. The Wells Fargo Tower, Oregon Convention Center and Memorial Coliseum are enduring landmarks that helped define Portland’s character and drew people to the city.

Company Expansion and Evolution
At the same time, Hoffman expanded into new project types, including large water treatment and storage resources, healthcare facilities and high-tech work. Accuracy, economy, and speed remained Hoffman’s calling cards, but innovations — from tower cranes and concrete pumps to computer scheduling programs — altered the tools of the trade.

By the end of the 1980s, Hoffman’s expertise with the complex systems and aggressive schedules of high-tech construction was in high demand. It has built and continues to build millions of square feet of manufacturing space for the world’s leading high-tech companies, driving innovation and helping to feed the global supply of much-needed semiconductors.

“As the projects we took on grew in complexity and scale, our jobsite culture evolved alongside it, and Hoffman has been at the forefront of improving our industry,” said Dave Drinkward, president and CEO.

Commitment to the community, clients and the industry begins with Hoffman’s employees and trade partners. In 2020, it rolled out a new jobsite campaign focused on mental health called Tough Enough to Talk to normalize transparent conversations about mental health issues, exceptionally high in the construction industry.

Hoffman strives to ensure that it offers a culture of psychological safety and inclusion where its employees and subcontractors know they will be welcome and supported. To bolster this effort, the Green Dot and RISE Up programs continue to be implemented on many jobsites to combat bullying and racism. Hoffman’s first role with Green Dot was to help look at the program and figure out how this gets implemented on a day-to-day basis on a real construction site. The three years of Green Dot implementation have been a process of continuous refinement, improvement and reward.

Within the industry, Hoffman continues to amplify its focus on increasing diversity in construction in the Northwest and has made diversity an integral part of every project. For many decades, Hoffman has been exemplary in meeting or exceeding institutional goals for subcontracting on public and private projects, encouraging and supporting many small businesses to grow into large companies, and increasing their scope capacity to become general contractors. “Our mentoring approach and partnership with smaller firms is a track record we are proud of and one we will grow as we look to the future,” Drinkward said.

Hoffman, which now employs more than 1,200 people, is proud to have worked with its clients to shape Portland’s skyline. From its early work on the Heathman Hotel and the Oregon Convention Center to OHSU, the Japanese Garden and Hayward Field, it has always taken on a wide array of new challenges.

Currently, it is working with the Port of Portland and its joint venture partners on the Terminal Core Renovation at Portland International Airport. Hoffman has been proud to partner with the Port to complete more than a dozen projects at PDX over the last 26 years that have helped shape it into one of the traveling public’s favorite airports in the U.S. From the soaring steel and glass canopy that spans the airport entrance to the current terminal core redevelopment project, Hoffman has touched nearly every inch of PDX over the years.

Taking on the Biggest Challenges
“We pride ourselves on taking on challenges in partnership with our clients, seeking to find construction solutions and ways to help our clients be successful in their endeavors,” Drinkward said. “Taking on the big, fast and scary has only been possible because we have fully engaged team members committed to getting the job done.”

Hoffman’s dedication to innovation and collaboration permeates deep into its culture. This ranges from using 3D modeling tools originally made to design airplanes on the groundbreaking construction of MoPOP to renovating the Space Needle safely 500 feet above the ground.

The throughline of all Hoffman’s projects is its ability to boldly take on the challenge its clients face when building their most important structures. Portland Japanese Garden, for example, presented the challenge of framing an approach that, while honoring Japanese culture, maintained the aesthetics and traditions of traditional Japanese design and construction.

Employee Ownership
Hoffman’s unique employee ownership model is the driving force behind its success. Being an employee-owned company allows it to apply a view into the future to plan what is best for the long term. Most companies have employees, clients and shareholders to whom they are accountable. Hoffman’s employees and shareholders are the same, creating an exceptional dynamic that results in better outcomes for its clients and the community.

Commitment to Community
Hoffman is an active supporter of programs, organizations and institutions that make our communities better. Giving back is an integral part of their corporate culture. In fact, they were previously named as Outstanding Philanthropic Corporation of the Year by the Oregon chapter of the National Society of Fundraising Executives. They have provided support for nearly 100 organizations and programs supporting a broad range of community organizations working to improve healthcare, workforce development, education, housing, food insecurity, the arts, and a lot more. Beyond giving money, Hoffman employees contribute their time and energy to serving on local Boards, fundraising events, and mentoring.

This year Snyder celebrates our centennial anniversary — 100 years of serving the region in commercial roofing and waterproofing. And after all those years, we continue moving forward while believing the best is yet to come. We remain committed to the highest standards of safety. Strengthening lasting relationships. Building on a century of expertise. Covering the Pacific Northwest.

Our legacy drives everything we do at Snyder. It begins with our people.

Founded in 1922 by Fred A. Snyder, Snyder Roofing & Sheet Metal operated for more than three decades before Mr. Snyder formalized his partnership with his stepson, Jim King, in 1955. A mere nine months after Jim joined the company, Mr. Snyder passed away. At 27 years old, Jim was left to navigate the headwinds of the industry and ensure stability for those in his employ. His vision, loyalty to his people, and unwavering commitment to building enduring relationships became the template for modernizing Snyder. Setting new standards in service, innovation, and safety led the industry forward and Snyder became the largest commercial roofing contractor in the Pacific Northwest.

“Before my dad joined Snyder, he was a teacher and football coach in southern Oregon. He saw potential in everyone around him. For him, it was about respecting every person he came into contact with, whether it was an employee, a partner, a client, or a competitor. Whether he was at home or at the office, he always made himself available and he never ceased being a coach. He was always coaching people upward.” — Scott King, oldest son of Jim King

It was Jim King’s interest in people that paved the way for who Snyder is today. It’s true; many companies will claim that they are family-owned, or that they’re “like a family”. We’re both of those. And more.

“For Jim, the most important thing was that his employees were respected, were treated fairly, and were protected. He had a strong work ethic and at times, when work at Snyder may have interrupted our own family life, he would say, ‘Sherrin, the greatest gift you can give me is to know that I also need to take care of each employee in the same way I do with family — with love, respect, and understanding.’” — Sherrin King, wife of Jim King

The respect didn’t stop there. Jim knew that bringing people along and growing the business also meant giving back to the industry. At the time, the west coast didn’t have major industry players on the scale of the east coast or the midwest. So he’d visit these cities to learn from, and contribute to, the conversations at the national level. He invested time and energy into NRCA, the National Roofing Contractors Association. He embraced the union and challenged it when necessary.

“There were two or three major roofing contractors in town. Dad knew he had to be involved in the national conversation so he’d go to those bigger cities to be a voice in shaping industry policies and standards. Even among competitors, Snyder gained a lot of respect because dad was representing the entire industry. He was not just speaking on behalf of his company and people but on behalf of everyone in the industry. With mutual respect. That’s how others came to know Snyder.” — Kyle King, youngest son of Jim King

As we continue to grow the Snyder family, so too have we expanded our solutions over the years and during changing times. To meet the evolving needs of our customers, Snyder led the industry in embracing new roofing technologies when their promise met the standards of superior craftsmanship.

Adapting in this way has always been a response to listening to the customer and making the most of what the era offers. Today, it’s sustainable building and green roofing and creating systems to harvest rainwater or solar power. But it all goes back to Jim King’s interest in learning and his commitment to better service. If there was a need, there was a need at Snyder to find a way to tailor our solutions to the unique conditions in the Pacific Northwest for projects of all sizes and types: stadiums, schools, hospitals, warehouses, churches, performing arts centers, high-rises, and residential towers. If it needs protection from the elements, Snyder has the people and the expertise to provide the solution. We always have.

Change is constant. But hard work, loyalty, and resilience always seem to win. Treating people the right way and remaining open to new ideas. Finding solutions that most would see as challenges. Adapting as necessary. It’s how we’re built. It’s this resilience and commitment to doing business ‘The Snyder Way’ that finds us here a century later. Still building a culture of people building expertise as we have done since the very beginning.

No question, the work is hard. Commercial roofing and waterproofing in the extreme conditions and the ever-changing climate of the Pacific Northwest is hard. And it is precisely for those reasons that Snyder is uniquely positioned for a hundred more.

Snyder has weathered a few storms since Jim King walked these halls or visited a job site, and frankly, it would be easier to react to these changes rather than respond strategically. But as we build our future at Snyder, we are reminded of a vision with acute focus. With more than 300 employees across Oregon and Washington, we can’t be all things to all people. Yet we can deliver the best service, by and for the best people, using the best materials.
A hundred years later, we are as we started: a family-owned commercial roofing and waterproofing company with a legacy built by and for the people around us. Always adapting.

“For any family business to celebrate 100 years is special, and in this industry, it’s extraordinary. As we approached this milestone, there was no question that Fred Snyder and Jim King were somehow guiding our efforts to revisit our roots and turn our focus to the values that define us. People, safety, and innovation. To keep it simple and grow only in the areas in which our expertise will pay dividends. For our future, we are hopeful. For everyone who has worked for or with Snyder, we are thankful.” — Josh Mullen, CEO, Snyder

Looking back over 80 years of project history, Todd Construction often has met a need. Even the start of the company in 1942 can be traced to filling a need. The defense industry needed more lumber as World War II began to escalate. The Youngs Bay Lumber Co. of Astoria asked then-employee John D. Todd to find a new location for its mill, where timber was more readily available.

Todd found land in Roseburg, near the Umpqua National Forest. With the experience Todd gained building a couple of houses in Astoria, he set off to construct a sawmill and 50 homes for sawmill workers.

As post-war Roseburg grew, Todd Building Co., as it was initially known, became the premier builder in Douglas County, constructing the Roseburg Veterans Hospital, K-12 schools, bridges, post offices, Roseburg City Hall, other government buildings, Umpqua Community College, churches and dozens of businesses.

Over time, the company expanded its reach across the state, building an addition to the Oregon State Capitol in Salem, Shriners Hospital for Children, the Vollum Institute and the Basic Science Building for Oregon Health & Science University on Portland’s Marquam Hill. It renovated the Paramount Theater into the Arlene Schnitzer Concert Hall, and built a downtown Eugene convention and cultural center that would become known as the Hult Center for the Performing Arts.

With more work available in the Portland metro area, second-generation president John R. Todd moved the company headquarters in 1987 to Tualatin, where Todd Construction remains today. Just around the corner is one of its signature projects, the Portland Trail Blazers practice facility.

Other memorable projects were the renovation of Multnomah Falls Lodge, the world’s only wildlife forensics crime lab in Ashland, and Oregon’s first Veterans Retirement Home in The Dalles. Todd also transformed a vacant piece of land into The Springs at Lake Oswego, one of the largest residential structures ever built there. The Springs won second place in the 91��Ƶ Top Projects’ Senior Living Category in 2020.

For the past 20 years, the company has been led by President Brent Schafer, who joined Todd 37 years ago as a young estimator. He has estimated hundreds of projects, worked with dozens of architects and now sits on the board of the Oregon-Columbia chapter of AGC. Schafer took on ownership of the company in 2007 and Vice President/CFO Ken Dixon, who has been with Todd since 1998, is also an owner.

Todd has about 65 employees at its various job sites and Tualatin office. “We are proud of the longevity of our employees,” Schafer said. “We have three third-generation employees and we also have three second-generation employees who joined us 35 years ago as apprentices. We continue to encourage young people to enter the trades through our support of paid apprenticeships.”

Looking to the future, Dixon noted, “We hope to continue improving our craftmanship and communication, so clients ask us to work for them again. We enjoy taking on unique and challenging projects that make a difference for those who use them.”

NessCampbell Crane + Rigging started with one truck in Portland in 1947 when A.L. Campbell established his tow truck company called Campbell Crane. That same year, Harold Ness opened his business, Ness Crane, in Seattle.

Campbell Crane changed ownership a couple of times before eventually being purchased by Tony Steelman in 1989. He purchased Ness Cranes in 2005 and then combined the two companies in 2008 into Ness and Campbell Crane. Steelman sold the company to the current partnership in 2015, and the company was rebranded and named NessCampbell Crane + Rigging.

Today the company has grown to become a fully integrated crane, rigging, heavy haul and engineering company that focuses on safety, innovation and customer service on projects all over the western United States. It employs more than 300 people, owns 160 cranes and operates in eight locations throughout Oregon, Washington and Idaho.

In addition to crane and rigging, NessCampbell provides specialized transportation and engineering services 24 hours a day. Its state-of-the-art haulers have been moving large industrial pieces and crane equipment for decades. Its highly trained staff of engineers uses 3D software and well-maintained machinery to ensure every variable of its lifting and rigging projects is considered.

As it celebrates its 75th anniversary, NessCampbell wanted to highlight a trio of projects that stand out over the years. One based in Salem charged the company with relocating 10, 200-ton white oak trees and their root systems and replanting them.

NessCampbell had to coordinate the contractor with the engineering design and fabrication of the lifting system, taking special care of the requirements to maintain the health of the trees. Its engineering teams were critical to the multistep project, coordinating the transportation, operation and safety of a 600-ton crane and two platform trailers. Each tree that was replanted survived and is thriving in its new location.

For another standout project, Shell Refinery recommended NessCampbell’s services to DSV Global Transport and Logistics to transport four large and heavy reactors through the Port of Richmond to a refinery in Martinez, Calif.

NessCampbell partnered with Metro Ports, determined the ideal route and then worked with CalTrans to approve its plan to travel the wrong direction on I-680 for two miles to get to the refinery. Additionally, it had a specific timeframe in which to transport the reactors back to Japan.

With these variables, NessCampbell budgeted a tight two and a half weeks to offload the four reactors from the ship, transport them over the road one at a time, and then offload them and stage them on the ground. The ship arrived a week early and NessCampbell had all four reactors onsite and on the ground two weeks before the specified drop-dead date. California Highway Patrol police escorts accompanied the wrong-way drive up in the interstate.

In November 2021, GE called on NessCampbell’s Boise Division to provide crane services for a wind turbine maintenance project in Idaho Falls. Among the challenges, GE’s schedule called for project completion before Thanksgiving amid colder-than-normal temperatures. The chilly weather caused hazardous ground conditions with snow and ice.

NessCampbell provided crane services to GE to take down blades, rotors and nacelles on four wind turbines, as well as the transportation of a 330-ton Crawler Crane from its Portland yard. Its engineering team calculated wind sail and capacity challenges, and crane crews worked long hours to meet GE’s critical schedule. Because of NessCampbell’s professional performance, it was awarded two additional turbine projects while it was on the job.

In addition to commemorating its 75th anniversary, NessCampbell will host an open house later this year to celebrate the purchase of its new corporate headquarters and yard in Hillsboro. All of its equipment is sporting a logo recognizing the anniversary, and employees received hats, jackets and t-shirts with the anniversary logo on them.
Looking to the future, NessCampbell President John Anderson said, “Our team will continue to focus on progressive growth both internally on how we get better every day, and externally with expansion into other markets and territories around the western United States.”

As it marks its 40th anniversary this year, PBS Engineering and Environmental is celebrating several achievements, including a leadership transition that set the firm’s succession plan into motion, the launch of its Belonging and Equity (BE) Program, and the addition of several new employees and services.

Brian Stanford, who joined the firm as an industrial hygiene technician after responding to a newspaper ad for the position in 1992, became president and CEO of PBS in January 2021. Mark Leece, PE, who started with PBS as a principal environmental engineer in 2013, was named chief operating officer. Jennifer Porter began her career at PBS working part time 30 years ago and was named chief financial officer.

“I, very proudly, will be the first woman in a C-suite position at PBS,” Porter said in the January 2021 announcement. “In my time at the firm, I have seen us work through difficult economic times as well as times of rapid expansion. But throughout it all, we’ve retained our small-company culture.”

The C-suite transitions also made the way for promotions within the firm’s technical and administrative divisions, including the elevation of Gregory P. Jellison, PE, located in the Vancouver, Washington office to Engineering Department manager, and Jason Mattox, PE, located in the Richland, Washington office to Survey Department manager.

“As you can imagine, one sees a lot of changes over 27 years – expansions, acquisitions and changes in leadership,” said Guy Neal, PE, retired firm president. “Despite these changes, one thing has remained consistent and it’s a continuous source of pride for me. PBS has always strived to put people first. It has been the foundation of every corporate decision, has given us sustaining power during challenging economic times, and will be what ushers us into the next era of success.”

The firm’s BE Program, which focuses on fostering diversity within PBS and the A/E industry at large, encompasses the company’s implementation of Diversity, Equity & Inclusion focus committees and regular education sessions. Affinity focus groups, such as its Women at PBS Affinity Group and the Prism Group for its LGBTQIA+ members, allow employees to connect and elevate initiatives. Ally groups support and uplift the voices reflected in its affinity groups.

“Through this, we invest and create programs and initiatives that help create a culture where everyone’s voice is valued and ensure our processes are fair,” Stanford said.

Founded in Portland in 1982, PBS has grown to 280 employees in eight locations in Oregon and Washington. Engineering News Record ranked PBS among its Top 500 Design Firms in 2021. Its core services areas include civil, geotechnical, transportation and traffic engineering as well as environmental, industrial hygiene, planning, surveying and natural resource consulting for public and private clients. It recently added services that include structural engineering, construction management and public involvement. The company recently extended its land surveying reach by establishing a team of surveyors based out of the Portland office.

Since its Portland office opened in 1987, PCI has worked on signature projects that include the Portland Japanese Garden Cultural Crossing Village, and the Marcus Mariota Sports Performance Center and the Phil and Penny Knight Campus for Accelerating Scientific Impact at the University of Oregon.The $33.5 million Portland Japanese Garden Cultural Crossing Village received an Honor Award from the American Institute of Architects’ Portland chapter and Engineering News Record named it Project of the Year in the Northwest region. Designed by Kengo Kuma & Associates of Japan, the project brought PCI together with local architectural partner Hacker.

In addition to difficult logistics at the job site, the custom nature of all of the finishes required complex framing for all attachment components for the bamboo ceilings. The team had to design grid above the ceilings and install it knowing that the multiple angles and rakes would require precision and myriad adjustments.

The biggest challenge was the ordering and acquisition of the FSC bamboo ceilings. The lead time was so lengthy that PCI had to order panels from drawings to make the opening deadline. Despite several glitches in receiving the correct materials, PCI added swing shifts of tradespeople who worked late into the night and were able to complete the project on schedule in April 2017.

The Marcus Mariota Sports Performance Center is a cutting-edge, $19 million facility for studying sports science, performance, medicine and technology. The former Duck’s face and jersey ceiling element consisted of custom aluminum panels with laser-cut flying duck-shaped perforations. The surface of the panels was then overlaid with black-and-white printed duck silhouettes to create the images of Mariota’s face and jersey when backlit like the pixels of a visual monitor.

The center’s “Resting Room” is a small, warmly lit room with five sleep pods where student-athletes can rest between practices or meetings. The “Starry Night” ceiling is also perforated with the flying duck pattern to simulate a night sky full of stars.

The Phil and Penny Knight Campus for Accelerating Scientific Impact was specifically designed to encourage a team-based, interactive approach to research and dramatically reduce the time it takes for discoveries to enter the market, where they can improve lives as new procedures, medical devices or treatments.

In the 166,000-square-foot first building of three, it combines under one roof labs and classrooms with an innovation center and cutting-edge core facilities. PCI’s scope included framing, drywall, insulation, finishing, plaster, fireproofing, expansion joints, cleanroom, and it installed intricate acoustical and specialty ceilings throughout the building.

As PCI began the project, it dedicated a craft worker to ceilings and started months before the scope would start to work through details, help vet shop drawings, find solutions, and assure that PCI’s install hit the ground running, because of the tight schedule for this work to occur. When a design change occurred, PCI worked with a metal fabricator and a local painter to produce custom trims for the finished appearance required.

Clark/Kjos Architects was founded in 1992 when Tom Clark, who had started his own architecture firm in 1985, was joined by Art Kjos, who had just moved to Portland from Alaska. Clark was the design specialist and Kjos handled the technical aspects, and together they provided CKA clients with the best of both.

The firm specialized in healthcare projects from the very beginning, including major projects for Lebanon Community Hospital and Silverton Hospital in the first few years. CKA developed a portfolio of projects for community and rural hospitals across Oregon and Washington.

The firm has evolved with the healthcare industry, which has seen increasing consolidation and systemization. CKA now works with many major healthcare systems such as Oregon Health & Science University, Legacy Health, St. Charles Health System and MultiCare Health System. At the same time, CKA continues to serve rural health districts and community medical providers such as Wallowa County Health Care District and Santiam Memorial Hospital.
“Clark/Kjos Architects has embraced and advanced changes adopted by our healthcare clients, including evidence-based design research and Lean planning principles, leading to better patient outcomes and improved staff workplaces,” said Principal Scott Combs, AIA.

CKA’s project portfolio includes Outside In’s main facility on Southwest 13th Avenue. Built on a tight budget and completed in 2002, the facility was designed to be welcoming to homeless youths and a diverse population, integrating art and dynamic, non-traditional architecture. The project won a Modern Healthcare Award from the American Institute of Architects.

More recently, CKA worked with Outside In on its new health and counseling facility on the Portland/Gresham border. Competed in 2020, the facility serves marginalized and underserved communities in the east metro area.

Wallowa Memorial Hospital is a replacement critical access hospital in Enterprise, completed in 2007. Highly efficient, welcoming and designed to reflect the vernacular architecture of the Wallowa Valley, Wallowa Memorial Hospital was voted one of the 25 most beautiful hospitals in the United States, recognized for positive patient experience, and is consistently in the top 20 critical access hospitals for performance.

MultiCare Good Samaritan Hospital Dally Tower in Puyallup, Wash., transformed the hospital campus with a new patient entrance; emergency, surgery and imaging departments that improved access to outpatient services; and a new inpatient tower. The project team won a VISTA award for design and construction team collaboration from the American Society of Healthcare Engineers.

“Healthcare design can be challenging, but there is great reward in working closely with caregivers and facility leaders who are passionate about helping their organizations better serve their communities,” Combs said. “We share this passion to improve the quality of life through design.”

In addition to Combs, the second generation of leaders are Principals Tyler Carlson and Alex Hill, and the firm has a staff of 21 people. Along with its expanding list of clients, CKA continues to serve long-term partners such as Samaritan Lebanon Community Hospital and Legacy Silverton Medical Center, who have been with the firm from the very beginning.

Karl Ivanov, founder and president of I&E Construction, started his company in 1992 by working out of the back of his pickup truck. Three decades later, the company has grown into a full-service general contractor specializing in mixed-use commercial construction, rehabilitation projects, and large-scale and multifamily land developments.

Ivanov has grown the business by delivering quality work, forming strong relationships and adding valuable trades to its in-house capabilities. “I&E” stands for “Integrity and Excellence,” and the company has teamed with owners, architects and consulting specialists to deliver thousands of successful projects.

“Our leadership team all came up through the trades and as skilled craftspeople. We are a team with decades of hands-on experience and a niche in delivering complex construction projects,” Ivanov said. “At our core, we are highly skilled and experienced builders who take pride in providing thoughtful craftsmanship through our full-service GC and self-performed trades. Our team is dedicated to delivering and maintaining the best in communities.”

Among its project highlights is self-performing site development lots built by partner companies for Northstar Communities. The project involves the construction of 657 single-family homes on 150 acres in Salem.

I&E Construction is building 14 condos as part of Wilson Forest Park Townhomes in Portland. The project contributes to a healthier climate while empowering local circular economic growth through the use of mass timber and is engineered to reduce energy costs and consumption.

Also in Salem, East Park Communities involves site development for 641 lots, and Northplace Apartment Homes will add 324 units to the market.
With a team of more than 200 employees, I&E Construction has developed more than 2,000 multifamily apartment units and thousands of single-family lots. Its project scale has increased steadily over the years, and the company is continuing to grow.

“I&E is a family of innovative builders and highly skilled craftspeople committed to building high-quality environments and lasting relationships. Our company was built on hard work and the principles of integrity and excellence,” Ivanov said.

Hermann Colas Jr., who founded Colas Construction, Inc. in 1997, developed and self-financed all of its early projects for residential homes and ground-up multifamily developments, providing quality and affordability for tenants and neighborhoods.

Over the years, the company has grown to employ more than 100 people and its project profiles have increased to include health treatment facilities, civic and institutional, ground-up and renovation of affordable housing, mixed use and tenant improvements.

Among its project highlights, Garlington Campus: Health and Wellness Center and Garlington Place Apartments comprises two buildings in Northeast Portland. Garlington Place Apartments offers 52 units, including 10 for formerly houseless veterans, 10 for patients in critical need, and 32 open to low-income community members. Both developments are named in honor of the late Rev. Dr. John W. Garlington Jr., a prominent leader and advocate for Portland’s African American community.

The Oregon Convention Center’s $32 million renovation included upgrades to the center’s interior, ballrooms and exterior spaces. The project established new heights for equity and inclusion in public projects, with 51 percent of the total contract dollars awarded to certified M/WBE firms owned by people who identify as BIPOC and/or women. Forty percent of the total hours worked were completed by people of color.

For the Henry Building, the project team was tasked to provide a cost-effective seismic design that respected the structure’s historic character while adding affordable housing units. Today, the rehabilitated National Register-listed building offers safe, dignified spaces for 173 veterans and low-income residents. The Henry Building received the 2021 DeMuro Award.

“Our project teams, clients and the end-users of the projects we complete keep us humble and enthusiastic despite the incredible challenges that our industry and all industries have endured over the last two years,” said Project Executive Alex Colas. “Listening to tenants share how fulfilled they feel about their spaces brings a tremendous perspective and reminds us why we chose to get into this business. We take nothing for granted and remain inspired to continue strengthening our community through the projects that we build.”

Nearly 90 percent of Colas Construction’s portfolio includes LEED-accredited and Earth Advantage-registered projects. Its inherent appreciation for environmentalism inspires it to champion green building practices in tune with the Pacific Northwest region. COLAS has completed and is engaged in several sustainable, certified buildings and believes the future of construction brings a positive impact on the environment.

The company also is focused on the barriers of unrealized potential based solely on racial differences or gender. From firsthand experience, its team has met and surpassed the barriers to entry in the industry.

“Now in our prime at 25 years old, we often reflect on the hurdles COLAS has faced just as much as the opportunities from those who were willing to take a chance on us,” said Vice President and CFO Aneshka Colas-Dickson. “Our story is woven with integrity, and we can smile knowing we exceeded expectations, delivered optimal results, and are looking forward to more opportunities to demonstrate what we are passionate about – building community while building for the community.”